5 corporate clichés that are killing your culture (part 1)
You know those social-media reels where people translate what they really want to say to their coworkers into safe-for-work fluff? I get a kick out of them — but let’s be real: The “professional” version of the message is usually the bane of my existence.
Why? A few reasons:
Talking in code is exhausting — for the speaker and the listener.
Being professional doesn’t mean being a different person. You can communicate with respect and keep it real.
Employees can only hear the same vague phrases so many times before they stop believing them.
Let’s talk about five overused phrases in the workplace. At best, they’ve lost all meaning. At worst, they’ve broken your team’s trust.
1. “We’re committed to transparency.”
Every company I’ve worked for that touted transparency turned out to be hiding something. If you’re a trustworthy person, do you go around announcing it? If someone baked you a cake and said, “Don’t worry, it’s not poisoned,” wouldn’t you assume it probably is?
What others hear: We’re controlling the narrative and hoping you won’t ask questions.
The problem: It’s often used instead of being transparent.
The impact: It erodes trust when it isn’t backed by honest action or clear information.
What to do instead: Stop saying it. Start showing it. Answer questions honestly. If you don’t know yet, say that — and share when you will.
Even if you’re one of the rare people who uses this phrase with genuine intent, it’s still time to let it go. For most employees, it’s a red flag. You probably won’t change that perception — but you can change your approach.
2. “Let’s circle back.”
Chances are, employees have heard this one after asking for a raise, pushing for a promotion or posing a tough question to leadership. And then? Crickets.
What others hear: I don’t want to deal with this now — or ever.
The problem: It’s a dead giveaway that you’re trying to dodge accountability or delay an uncomfortable conversation.
The impact: It stalls decisions and actions your employees are counting on.
What to do instead: If you truly don’t have time, say that. Then follow up like a solar panel salesman who’s short on his quota.
I remember it clearly from when I was in college, interning part-time at an ad agency. I asked for two more dollars an hour — not exactly wild, considering I’d taken on all the work of my full-time manager who had just left. But apparently, it wasn’t pressing enough for the COO. Not the first time I asked, and not the fifth.
3. “We hear you.”
The more I think about it, the more ridiculous this phrase sounds. You might as well say, “I’m in front of you, existing.” Of course you hear them — you don’t really have a choice if you’re within earshot.
What others hear: We’ve received your feedback and will now do nothing about it.
The problem: It’s a classic case of performative empathy with no follow-through.
The impact: It feels patronizing when used in response to real issues or concerns.
What to do instead: If you know nothing will change, say that. False hope is worse than a clear no.
Now, I’ll admit: Some people say it with good intentions. What they’re trying to say is, “We understand.” But when employees voice valid concerns and get hit with “We hear you,” it’s usually followed by … absolutely nothing.
And here’s the thing: If “We hear you” really meant “We understand,” that wouldn’t be the case.
4. “We’re building the plane while flying it.”
I already hate flying, so you’d have to kill me before I got on that plane. The phrase might sound harmless, but it stems from a much more toxic philosophy: Do it now, even if you don’t have what you need. My translation? Spin gold out of crap.
What others hear: We’re disorganized, unprepared and hoping the crash isn’t fatal.
The problem: It romanticizes disorder and excuses poor planning.
The impact: Dysfunction feels inevitable, draining motivation before the work even starts.
What to do instead: Admit when you’re figuring things out — but have a damn plan. Employees can handle uncertainty. What they can’t handle is chaos with no direction.
I’ve heard this metaphor more times than I can count — and I’ve been the one bracing for impact. It usually starts with a leader who wants to launch something new without key information or resources. They’d rather look busy than be ready, but a lot of that early effort ends up wasted when the direction inevitably changes.
In the end, taking off early doesn’t get you there any faster, and you’re left with a (rightfully) frustrated team that won’t trust the pilot next time.
5. “Let’s not point fingers.”
Ah, this one’s a classic — and I’ve heard it countless times as a top performer. Let me start by being very clear: Blaming others for your problems won’t get you anywhere in life. But that doesn’t mean no one should ever be held responsible for problems they’ve caused.
What others hear: Someone messed up, and leadership doesn’t want to deal with it.
The problem: It protects under-performers and throws accountability out the window.
The impact: Low performers have no incentive to improve, and everyone else learns to stay quiet.
What to do instead: There’s a difference between blame and accountability. Help your team find it — and don’t punish them for telling the truth.
I used to write for a company with some truly terrible project managers. I’m talking about a perfect storm of bad communication, zero technical knowledge, constant errors, chronic forgetfulness, resistance to change and downright laziness — all at a snail’s pace.
For years, nearly the entire department raised concerns. And leadership’s grand solution? Drumroll, please: rebuild our entire process from scratch. Not fire the project managers. Not tell them they need to improve. Just overhaul the way a whole team works in hopes that — by some miracle — a fraction of them might magically get it together.
The hard truth is: Sometimes, people are the problem. Creating a culture where no one is ever at fault doesn’t make you progressive — it makes you complicit. And it drives your highest performers up the wall.
Stay tuned for more culture killers.
I’ll stop here before I flip a table — but trust me, there’s more where that came from. Part 2 has even more corporate jargon that’s about as useful as a fax machine.
